A practical Lean Finance framework for reducing complexity and reallocating FP&A capacity towards higher-value decisions.
This issue of FP&A Trends Digest looks at why planning intelligence depends on more than faster forecasts.
How FP&A can make mid-year budget reallocation faster, evidence-based and less political by agreeing the rules before funding is at
Effective scenario planning starts by defining the business decision before Finance builds the model.
How FP&A can preserve accountability, trust and decision influence when forecast ownership is distributed across a matrix organisation.
Credit-based revenue forces FP&A to move beyond seat-based forecasting and build models that reflect consumption, customer behaviour, product usage, and
In this article, the authors outline why in-person Business Partnering may not be sustainable in modern FP&A and suggest a better technique for Finance Business Partners to have a greater impact on the decision-making process.
In this article, the author refers to her previous experience that revealed the importance of Business Partnering in the organisation. According to her, to be a successful finance leader, we should learn about our business from day one. The earlier you know about your business and can translate the knowledge into financial numbers, the sooner you become a valuable team member.
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